For lean implementations, Value Stream Mapping (VSM) is good… but Value Stream Simulation (VSS) is certainly better
Be it a shop floor or an engineering office or a call center or even a hospital or any other operations, the primary objective behind lean implementations is to identify and eliminate non-value added (waste) elements continuously. Making waste elements visible in a value stream is not so simple and straight forward. On the other hand, automating or replicating (for implementing at multiple locations) processes without improving (leaning out) it can accelerate the inherent waste creation that could lead to disastrous outcomes.
One of the prominent techniques adopted by lean experts to capture and analyze operations for improving is Value Stream Mapping (VSM). In brief, VSM is a process of mapping out the entire process flow, material and information flows along with details about value added and non-value added elements, with inputs from the stakeholders. VSM is a proven technique applied by many lean experts across the industry verticals. However, VSM evolved many decades ago when there were not many easy to use, computer assisted solutions existed. VSM works pretty well for simple processes. However, deeper understanding of the process dynamics and inter dependencies for more accurate insights and decision making through VSM can be cumbersome. Capturing a complex process in a static two dimensional VSM representation is too difficult to achieve. For example, a manufacturing process involving multiple product mix, multiple cycle times, process variability, infrequent operations (e.g loading the raw material every 500 cycles or setting a tool every 1000 cycles), shared resources, exception handling (like minor & major repairs, minor & major break downs, buffer run outs, dynamic prioritizing etc) can become too laborious and error prone to capture and analyze through VSM alone.Value Stream Simulation (VSS) models built leveraging discrete event simulation tools provide closer to real-life representation of complex operations (and processes) enabling deeper insight into the process dynamics and interdependencies. This provides the lean implementation teams with more accurate representation of the physical system for better analysis and decision making. The ability to quickly run what-if scenarios with simulated stochastic variability as per real-life probability distributions provides close to real life mathematical model of the system for evaluating multiple scenario outcomes. Enhanced visualization capabilities of space and time (3D) help the users to quickly understand the behavior of the system. VSS helps in arriving at dynamically validated lean model of operations with very high confidence levels on proposed modifications and outcomes.
Hence, be it upfront planning of lean operations or lean implementation in existing operations, certainly Value Stream Simulation (VSS - dynamic VSM) approach provides deeper insights into the operations enabling better decision making than 2D, static VSM approach. We have recently applied the VSS approach for dynamic VSM and simulation of manufacturing shop floors; business processes (call center operations) of a fleet management company and the outcomes are very impressive. Of course, it involves additional tools and expertise for modeling through VSS. But, customers can leverage Global Engineering teams (like Infosys) for building the VSS model of their operations for their lean implementation initiatives, with minimum involvement during initial data collection and value stream understanding.A picture (VSM) is worth thousand words but a Dynamic Value Stream Simulation (VSS) is worth thousand pictures…
